The Art of Giving Feedback

Somesh Jha

About This Course

Nothing engages, nurtures, and motivates employees more than a well conducted performance feedback discussion. Research has shown that employees who receive timely, proper, and structured performance feedback are more likely to stay engaged, motivated, and focused at work. The ability to conduct a good performance feedback discussion is a critical skill that all managers must develop. In this workshop, we move ahead from feedback to the process of feedforward.

Skill Drill 1: GIF and the spirit of feedforward (1 hours)

In this session, participants will become aware of the feedforward process. Participants will use the GIF Goals-Insights-Future technique for planning, gathering information, and identifying the desired outcomes from a performance review discussion.

The objective of this session will be to understand why review and feedback is important and how Manager’s need to bring value to the whole process and not just provide rating and scores.

We will cover the following aspects in this section:

Cognitive Biases: The objective of this session is to develop awareness about biases and recognise the impact they have on performance management. In particular, participants will explore the following biases: Availability heuristics, Halo effect, Recency effect, and the Confirmation bias. Participants will discover the performance history worksheet that can be used to mitigate the impact of biases.

GIF and the Spirit of Feedforward: In this session, participants become aware of the feedforward process. Participants first use the Competence/Motivation matrix to map team members and then use the GIF technique for planning, gathering information, and identifying the desired outcomes from a performance review discussion.

Structuring the Next Steps: Participants use the three-doors technique to structure a feedforward action plan.

Skill Drill 2: Master the feedforward conversations using STAR/AR (3 hours)
Traditional feedback techniques focused on finding gaps and correcting behaviours do not work. What managers need to focus on is a participative approach in identifying alternate strategies and focusing on what can be done in the future under similar situations.

In this experiential and gamified session, participants will explore the STAR/AR model of providing feedback and use it to structure feedback conversations with their team members. In this session, participants will:

  • Use the structured STAR/AR framework to drive a feedback discussion
  • Understand the difference between the directive and coaching styles and when to use which style
  • Explore the STAR/AR framework for giving feedback in a structured manner
  • Practice using the STAR/AR framework for giving ongoing feedback

We will deal with the following additional areas during this session:

  • Performance driven conversation
  • Handling difficult conversations
  • Handling emotional employees

Skill Drill 3: Reflection and Summary

A guided session to share learning and insights from the workshop. Participants complete their learning journal and action plan.

Post-workshop Learning Engagement

  • Participants will be required to conduct a series of short online, simulated feedback discussions.
  • Based on their ability to apply the techniques learnt in the workshop, participants will receive a proficiency report card.

Post Workshop Support :

  • Refresher Learning through simulation exercises
  • Performance Management Playbook (Handout): STAR Technique + Feedforward Methodology + Cognitive Biases

Learning Objectives

Be conscious of biases that impact the feedback process
Prepare for a feedforward discussion with team members using GIF
Follow the STAR technique to provide specific feedback
Handle various employee scenarios during a feedforward discussion
Use the organizations rating scale to rate team members
Discuss ratings with team members
Setup system and mechanism for ongoing developmental feedback

Target Audience

  • Managers – All Levels
Art of giving feedback

Material Includes

  • Case studies
  • Role plays
  • Simulations